Service
SME Financial Management
Cash-flow tracking, profitability analysis, monthly reporting and e-transformation.
Filing returns is one thing; seeing where the company actually stands is another. Monthly reporting shows which work leaves a margin and where cash is getting tight, in time to act — without waiting for year-end. Capital adequacy, shareholder loans and the e-invoice and e-ledger processes are part of the same picture, since the reporting data comes from there.
I run this service within Sistem Global Danışmanlık.
Sahin Tuhan sets the approach, the team at Sistem Global Danışmanlık runs the day-to-day work, and you have a single point of contact. How we work.
Who it is forGrowing SMEs with multiple revenue streams.
What we work through in the year-end review
The agenda of the December review. The order is deliberate: first we read what the closing year is telling us, then we build the coming year’s decisions on that reading.
Reviewing 2026 financial performance
We read the year through its trajectory, not a single income statement. What changed in which quarter, whether growth came from volume or price, whether costs grew at the same pace as revenue. One year-end figure shows none of this.
Profitability analysis
Total profit does not tell you which work is profitable. Break gross margin down by customer, service line or project and the usual picture appears: the work that brings most of the revenue is not the work that brings most of the profit. Pricing and client-selection decisions come out of that table.
Assessing cash flow
A profitable company can still run short of cash; the gap between collection terms, inventory and prepaid tax does it. The spread between how fast you collect and how fast you pay, and which months of the year run tight, is a separate picture from profitability.
What the monthly reports are telling us
Line the year’s monthly reports up in sequence and trends appear that no single month shows. This session is where we read them as an accumulated whole, and where we decide which items get tracked separately next year.
Tax planning across income, corporate and VAT
The three are planned together, not separately; a decision in one has consequences in another. Before the year closes we set out which choices are still open to you and which shut in January. What is a decision in December is only an arithmetic result by January.
Identifying risks in the financial structure
Shareholder current accounts, cash balances, equity adequacy and the debt structure. These are the first places an audit or an investor looks, and because fixing them takes time they need to be seen early. Problems like impaired capital have usually been building for a while by the time anyone notices.
Reviewing financial decisions on the way into 2027
Investment, hiring, price updates and dividend decisions get laid over the picture above. These are usually taken separately and at different times; put them on one table and you can see which of them eats another’s cash.
Tax and cash planning for 2027
We overlay next year’s filing and payment calendar on the company’s cash calendar. The point is to know in advance which months carry the large payments and where cash will be in those months. A tax payment you saw coming does not send you looking for financing.
E-transformation and document flow
E-invoicing, e-archive and e-ledger are no longer a separate project but the data source behind monthly reporting. That is why we handle them as part of financial management.
Establishing which applications are mandatory
E-invoice, e-archive, e-ledger and e-waybill are tied to different thresholds and different lines of business. Which thresholds the company has crossed, and when each application starts to apply, is settled first.
Transition calendar and preparation time
The date an obligation begins and the date preparation must be finished are not the same. The time needed for integration, testing and staff getting used to it is counted backwards from there.
Choosing between an integrator, the portal or direct integration
The choice depends on transaction volume, the existing accounting software and the team’s capacity. At low volume the portal is enough; as volume rises, manual handling costs both errors and time.
Integration with the existing system and the data flow
Connecting pre-accounting to accounting so the same data is not entered twice. Without that connection, e-transformation becomes a second workload rather than a convenience.
Setting up the document flow and archive
Tracking incoming and outgoing documents, meeting the retention obligation, and getting documents to accounting on time. The most common reason a cost document goes missing is still that no flow was set up.
Post-transition checks and continuity
The e-ledger attestation upload calendar and catching failures early. A missed period there cannot be made up afterwards, so the check is built into the monthly reporting routine.
Who it fits
- A growing company with several revenue lines
- Management that wants to see a cash squeeze before it arrives
- A company moving to e-transformation, or stuck halfway
- A company that wants monthly reports and a year-end review
Who it does not fit
- A company that wants filings only and no reports
- Anyone seeking an independent audit; that is a separate authority
- A setup that cannot send data regularly; the reports depend on it
What is included
- Monthly report set: summary table, a short commentary and the items that stand out
- Cash flow tracking: the gap between collection and payment terms, and a projection of the coming weeks
- Profitability analysis: gross margin by client, service line or project
- Monitoring the shareholder current account, the cash balance and equity adequacy
- E-transformation: which applications are mandatory, the transition calendar, choosing an integrator and tracking ledger certificates
- Setting up the document flow so expense records reach accounting on time
- Laying the tax and payment calendar over the cash calendar
- A year-end review meeting in December and a look at next year decisions
What is not included
- Independent audit reports; an audit is a separate authority carried out by a separate firm
- Accounting software and integrator subscription costs
- Legal follow-up and debt recovery litigation
How it runs
- Reading the current position: trial balance, bank movements, collection terms and the e-transformation status
- Defining the report set: deciding which table feeds which decision
- Setting up the data flow: the link between front-office records and accounting, and the document routine
- Monthly routine: the report, a short commentary and a call where one is needed
- December meeting: reading the year and planning next year cash and tax
What you receive
- Monthly report set with commentary
- Cash projection
- Margin table by service line or client
- E-transformation calendar and checklist
- Year-end review note and the plan for next year
Timing
The first report set lands within a month; the data flow settles in two to six weeks. The e-transformation switch is planned by counting back from the mandatory date, because integration and the team getting used to it need their own time. The year-end meeting happens in December, since some decisions are closed by January.
Fees
The engagement runs on a monthly fee. What sets it is the number of documents and transactions, the number of employees on payroll, how many service lines or branches are tracked, the reporting frequency and the scope of e-transformation. Software and integrator subscriptions sit outside this fee. Professional rules do not allow work below the minimum fee tariff. After the first call, once I have seen the trial balance and the document flow, I send a written proposal.
Frequently asked
- I already have an accountant. Does this replace them?
- Not necessarily. Monthly reporting and cash tracking are a different job from producing returns, and they can be built on top of your current setup. The one condition is that the data arrives on time and in the same format. Running both from one place is also an option.
- I am profitable but there is never any cash. How does the report show that?
- Three items create the gap between profit and cash: collection terms, inventory and tax paid in advance. The report shows each of them separately and spreads the gap between collection and payment terms across the months. Seeing which month will be tight in advance is a different thing from finding out during that month.
- Have the e-invoice and e-ledger requirements reached us?
- The requirement depends on turnover thresholds and the type of activity, so there is no single date for every company. We look at which threshold the company has passed and work out when it starts applying. What matters is that the mandatory date and the date preparation must be finished are not the same: time is left in reverse for integration and testing.